Colleen GreeneStartups, Executive, Fortune Top 50 Executive
Bio

Colleen’s great passions are leveraging data to improve health outcomes in our communities and developing innovative models of care. As an executive who has worked for healthcare organizations ranging from startups to one of the nation's most prominent health systems and a health insurance company in the Fortune Top 50, she has honed her expertise working across the payer, provider, and healthcare technology vendor spaces. As CEO of Allegro Healthcare, she leads a healthcare technology and management consulting firm. Colleen is a true servant leader who is transformational, charismatic, and visionary. She isn’t afraid to push the limits or manage uncertainty. She is a forward-thinking cost conscious and outcomes-driven executive with significant accomplishments in start-up and operations management, customer-client relations, business strategy, data science, technology innovation, payment innovation, and value-based contracting models. Colleen has been a pioneer in value-based care and reimbursement models on the payer side, the provider side and the technology side. Colleen is very passionate about revolutionizing healthcare, reducing the rising healthcare costs, management of chronic complex populations, fixing our fragmented healthcare system, and reducing system inefficiencies. Colleen can help grow companies by leveraging her deep understanding of the healthcare landscape and its complexities, developing and communicating compelling value propositions, defining target markets, developing the market positioning, defining the market segmentation, providing market insights, and providing the go-to-market strategy. She loves a challenge and has been dubbed as a “master dot connector” by her previous employers. She has worked on the inside of the following healthcare arenas: hospitals/health systems, large provider organizations, payers, and healthcare technology companies. She has worked closely with care coordination programs, chronic disease management programs, nurse navigator programs, complex care management programs, telehealth, pharmacy vendors, mHealth companies, IoT companies, health information exchanges, home visiting clinical vendors, population health management companies and many other healthcare vendors. Leveraging her combination of technical and management experience, she is equally comfortable collaborating with developers and technical teams as she is working with clinical staff (including but not limited to RNs, PAs, NPs, MDs, LCSW, LPNs, clinical pharmacists, etc.), client relations, business development, sales, and marketing teams. She has presented at national healthcare conferences welcomes the opportunity for a public-facing leadership role. Prior to starting the healthcare technology and management consulting firm, Colleen served as Chief Technology Officer and Senior Vice President for Strategic Business Operations at a multi-state, patient-centered ambulatory intensive care practice where she led several departments to develop innovative analytics and a secure, reliable IT infrastructure that served the sickest of the sick within our country’s most vulnerable and underserved populations. Colleen also led the development of multiple value-based reimbursement models in this role earning the company additional millions in revenue. She oversaw all value-based contracting, which included contracts with national and local payers. At Anthem Inc., Colleen served as Director of Population Health and Emerging Technologies where she led multiple enterprise-level initiatives, to include the development of new products, programs, and contracts to reduce healthcare costs, improve value-based metrics, and improve the patient experience. She created and managed the new value-based contracts, led a clinical data aggregation project, a digital transformation effort, and build of the company’s first data lake. Colleen’s early career experience at Johns Hopkins in actuarial analytics and medical economics, clinical analytics, predictive modeling, cost savings analysis, program evaluation, and HEDIS & quality analytics, prepared her to take on various strategic roles centered on value-based reimbursement. She has also served in management, finance, technology, and analytics roles for managed care organizations, health systems, and a healthcare technology company. Her unique experiences working on both the payer and provider side of the house have positioned her as a strategic partner for organizations interested in implementing value-based reimbursement and population management strategy. She has an extensive background in provider/payer contracting, alternative payment models, technology vendors/payer contracting, value-based care analytics and value-based contracting, developing value-based reimbursement models, capitalizing on new revenue models, enhancing provider-payer collaboration, HEDIS/quality care gap closure, population health, data sharing, healthcare technology, analytics and data visualization, business intelligence, performance improvement, systems integration, digital transformation, and interoperability.



Recent Answers


If you want to maintain control over your company then you must keep 51% of your company. It is really up to you and what you want out of the deal. It also depends on the stage of your company. I would highly recommend getting a very good lawyer to ensure you don't get screwed! I have seen this go bad for so many startups.




It depends on your business but in my experience, the best was to do a half and half model where some of it was virtual and some of it was onsite. After hours is something that costs effective outsourcing to a virtual company can be effective.


Do you have goals? Have you prioritized your goals?

One of the things I have done that I have found useful for me is to shut out distractions, create time and a place to focus. The biggest mistake I see startups make is the lack of focus.

As for breaks, schedule breaks into your day and set reminders on your calendar, phone, or Apple watch.


Create a MVP prototype and start getting it in front of potential clients or customers. Get a few advisors quickly so that you don't make a mistake. Also if you are thinking about getting VC funding go ahead and work on your pitch deck. Start thinking through the marketing channels for your product. Building the right team is critical to success...


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